Frequently Asked Questions about Coaching and Leadership Development

Coaching is a growing field and studies are carried out on a regular basis to assess the effectiveness of the tool, patterns of use and purchase of coaching products. The American Management Asssociation/Institute for Corporate Productivity Coaching Survey 2008 and a review of relevant literature, provide a look at the factors that facilitate coaching and which tend to hold them back. The survey was carried out with both American and European companies.

We have looked at some of the most common questions people have about coaching and seen what answers the research provided in the survey can provide. We have also added our own comments based on our experience. We hope this will provide answers for some of the questions you may have with regards to coaching. For more please contact us at +47 91 18 60 65.

Half of the respondents in the survey say their organizations have coaching programs in place.  Of those that don’t, over a third have plans to begin coaching programs in the future. Coaching is a tool that is here to stay as a key part of leader and organizational development. Edward T Reilly of the AMA puts it this way:

“You can’t manage without measuring.  Executive coaching has become one of the tools to achieve effective leadership in today’s vastly changing corporate culture.  As we increasingly learn how to measure executive coaching, we will find that we manage its role in leadership developments better.”

“It is evident how executive coaching can supplement the professional development of executive leadership.  What the coach can bring to learning experience is insight, a desire to help, genuine concern, and feedback.  The executive who receives the coaching in turn will be better equipped and more firmly grounded to exercise leadership and ensure corporate competitive advantage.”

Edward T. Reilly
President and Chief Executive Officer
American Management Association

(For the complete survey and complete list of references please see AMA homepages)

up

Q1: What is coaching?

A1: There are many definitions of coaching and many types of coaching. In the study provided by AMA coaching has been defined as “the short – to medium- term relationship between a manager or senior leaders and a coach (internal or external) with the purpose of improving work performance”.

Other organizations such as the International Coaching Federation (ICF) defines coaching as:

Q2: What should I emphasis when looking for a suitable coach?

A2: In research carried out by Underhill (2007), leaders selected business experience and ability to establish rapport as their top criteria selection, while cost came in last. In interviews leaders also identified “soft” traits such as sincere desire and commitment to help, having adaptability and the right chemistry, being a good listener and having the ability to challenge. In his research Ledham (2005) identified six main themes or factors said to influence the selection of external coaches:

1. Evidence of having done similar coaching work previously;
2. Personal capability and relevant organizational experience;
3. The flexibility of the coach (in terms of techniques and willingness to work with other);
4. A focus on delivering or improving business results;
5. Cost effectiveness
6. Qualifications (including membership of professional bodies)

Banning (1997) lists three important criteria in selecting a coach; trustworthiness, compatible chemistry, and solid reputation.

We say: It seems that word of mouth and recommendations are important when choosing a coach. In Norway there is also an increased focus on certifications and professional standards that ensures a higher level of commitment and professionalism.
Another element is the ability to show a proven track record as a coach.

up

Q3: Should I use an internal or external coach?

A3: According to one survey, 16% of organizations rely in internal coaches (Institute of Executive Development [IED], 2006). Significant price constraints and an awareness of capability have raised the profile of internal coaches. Internal coaching is defined as “a one-on-one developmental intervention supported by the organization and provided by a colleague of those coached who is trusted to shape and deliver a program yielding individual professional growth.” (Frisch 2001). His survey also shows that many large organizations makes more and more use of external coaches. However, Underhill et al found that most of coaching provided to top level executives still tends to come from external coaches (Underhill et al., 2007).

So, how do companies choose between internal and external coaches? Of, course, internal coaches often provide lower cost of services, exhibit more consistency in methods, and understand the organizational culture.  They tend to offer more flexibility and see leaders in action.  However, they may also be perceived as less credible.
In one study, for example 59 % of leaders indicated a preference for an external coach, while only 12 % preferred an internal coach (29 % had no preference) (Underhill et al., 2007). Leaders may consider internal coaches to be less confidential.  External coaches, on the other hand, can bring greater objectivity, fresher perspectives, higher levels of confidentiality, and experience in many different organizations, industries, and business environments. External coaches may also have more specialized skills or experience in specific fields of practice (Underhill et al., 2007).

We say: Look at what your needs are and what skills the coach can provide- be it an internal or external coach. Is it a match?  Be demanding – it is about you, your personal and professional development!

up

Q4: Will coaching as a profession continue to grow?

A4: There are conflicting views as to whether the market for coaching will continue to increase.  Maher and Pomerantz (2003) suggest that coaching has entered the maturity phase in the U.S.  They believe that the market is almost saturated, price competition is increasing, and buyers of the service are becoming more discerning.

Others believe the field will continue to grow.  A recent Sherpa Global Coaching Survey, co-sponsored by the Penn State Executive and Texas Christian University, show an expanding interest in coaching (Sherpa Coaching LLC, 2007). Experts such as Marshall Goldsmith expect formal executive coaching to become “aggressively” embedded in business environments of the future (IED, 2006).

Rapid change in the global business environment is accelerating the use of coaching, according to a report in Harvard Management Update. Traditional management approaches, analyst say, can’t cope with today’s faster – paced business processes.

“Today’s executives have to deal with peer relationships and greater workplace diversity, which require a more complex skill set than managing “up and down” does, says executive coach Catherine Fitzgerald. Some experts think coaching is the most convenient and flexible way for leaders to come up on the learning curve quickly enough to handle the competition and speed of business cycles.

We say: It seems that coaching had become an embedded part of developing people, teams and organisatons. Through coaching we can help the leaders focus on developing himself and his people so that they together can face and tackle the business challenges and opportunities facing the organization.

up

Q5: What is the difference between coaching and mentoring?

A5: Mentoring generally refers to the relationship between a senior, more experienced employee who helps a younger, less experienced employee navigate his or her way to success in the organization (Kram, 1985). Very often, mentor and protégé´ work in the same organization.  Mentoring tends to be informal-centering on career development; social support and role modeling-and is most intense at the early stages of one’s career (Donaldsen et al., 2000). Coaching, however, is typically for a shorter and more prescribed time period.  It is contracted formally and is more likely to occur mid career (Feldman & Lankau, 2005).

We say: A mentor is likely to use coaching techniques in order to develop the mentee/adept`s confidence and ability to trust own skills and choices. Mentor programs can be internal and across organizations. For more see our section on mentor programs.

up

Q6: Is there a relationship to success?

A6: The survey states that respondents that use coaching more than in the past are more likely to report two kids of advantages:

1. They are more likely to report that their organization have higher levels of success in the area of coaching
2. They are more likely to say that their organisations are performing well in the market, as determined by self-reports in the combined areas of revenue growth, market share profitability and customer satisfaction.

There also seems to be relationship between the extent to which individual receive coaching and their abilities in terms of leadership.  That is, the survey found that those who have received coaching were more likely than other respondents to say that their sub-ordinates trust their leadership abilities, and they’re more likely to say that they set specific goals for performance at work.

We say: In our experience a leader who receives coaching becomes more aware of their own communication and leadership styles, impact on others, how to lead and motivate others, how to make their team work effectively together, and last not least better understand own motivation and source for leadership.

up

Q7: How is it done and how long does it take?

A7: The majority (58%) of respondents to the AMA/Institute for Corporate Productivity survey say that coaching sessions in their organizations are carried out face-to- face, but a large portion (37%) say that such sessions are conducted via a combination of methods, such as face – to – face, over the phone, and via Web-based technologies.

What is the average duration of a typical coaching arrangement?

0 – 3 months     24%
3 – 6 months     28%
6 – 12 months    30%
Over a year      18 %

It’s interesting to note that the longer an arrangement lasts, the more highly associated it is with coaching success.

We say: Coaching is about creating sustainable positive change and to ensure that one needs time. Coaching sessions opens up for reflection and discussions, while work in between sessions creates the lasting changes. Coaching with us normally means one and a half to two hours pr months, either by one face- to -face session or two shorter phone sessions. We recommend six months as a minimum. Every process is tailored to meet the individual needs of the client. The frequency and length of each session will also depend on the client’s geographical location. The coaching can take place at our offices in Oslo, or if the client prefers at their own office.

up

Q8: What is normally the focus of the coaching sessions?

A8: To what extent does your organization use coaching for the following purposes?
(Percent using coaching frequently or a great deal for this purpose.)

To improve individual performance/productivity 79%
To address leadership development/succession planning 63%
To increase individual worker skill levels 60%
To improve organizational performance 56%
To address specific workplace problems  44%
To boost employee engagement   41%
To improve retention rates  38%
To improve performance of employees whose Supervisor is being coached 26%
To improve recruitment outcomes 24%
Improving individual productivity

There is, of course, clearly some overlap among these purposes.  After all, organizations develop leaders not for leadership’s sake but for the purpose of improving both individual and organizational performance.

Research carried out by Florence M. Stone (2007) shows that heightened productivity is one of several benefits of coaching. Employers will value cost reductions and greater profits with associated with coached employees who respond productively to appropriate praise, clarified work objectives, and strategies on how to exhibit talents. Stone also says coaching can remove the element of surprise from performance reviews for coached employees. And manager/coaches with good people skills will likely get credit for allaying workplace friction that often slows organizational productivity.

Joo (2005), for example, states that the most fundamental purposes of coaching are directed at skills and behaviors that must occur at the individual level: behavioral change, self-awareness, and learning.

We say: Through our coaching services a leaders becomes discovers of his or hers personal values and source for motivation. Through tool such as Q125 (from Values Technologies) a leader becomes aware how they use their energy as a leader and what they consciously or subconsciously priorities. They learn about emotional intelligence (EQ), recognizing and dealing with responses in self and others, and how to motivate and lead others. Through recognized surveys such as the Lifo Method the leader, also with his team, becomes more aware of their own communication and leadership styles, and the impact this has on others. Our approach is based on systems thinking and we work with the leader as system in him or herself, the team he or she is part of, and also the organizational context. Intention – behaviour -impact is another key ingredient in our approach. (Read more under our philosophy and services)

up

Q9: Does coaching give results?
A9: Where as coaching in the past may have focused on dealing with low performing leaders it has now become a tool for driving individual and company performance.
Much of the coaching processes are focused on positive psychology. (The scientific study of what makes people function at their best and experience fulfillment and well-being” (Hall, 2005).) Positive psychology emphasizes what is working, what one does well, and how to do better, instead of discussions of weakness and limitations.

Boosting employee engagement is cited by 41% of the respondents in the survey as the purpose for which their organisation uses coaching. 38 % of respondents reported that their organization use coaching frequently to improve retention rates, while 24% say coaching is used in their companies to improve outcome of recruitment processes. As employees increasingly value training and development as portable and highly valuable job perks, the promise of executive coaching becomes more significant.

We say: We have seen so many leaders find their confidence and become clear about their motivation, skills and abilities through coaching. The process of transformation is joy to watch. The leader becomes more confident and efficient which again has a huge pay off for the organization as the leader can better deal with workplace problems and create better overall results. As a result of coaching leader is better at creating motivation, setting targets, and releasing and utilizing the potential in each of his or her employees.

up

Q10: What standards and certifications should we look for when hiring a coach?

A10: One of the biggest stumbling blocks in embracing coaching is the uncertainty surrounding the credentials of coaches. It shows that coaching certifications and accreditation are not the top criteria that organizations use when selecting coaches.

It’s easy to see why organizations do not yet want to rely too much on such credentials.  After all, there is no universally recognized accreditation entity that can validate the hundreds of programs now accommodating aspiring coaches (Sherpa Coaching LLC, 2007). The 2008 Sherpa Executive Coaching survey notes that coaching still “lack a standardized body of knowledge that serves to guide the practice of coaching” (Sherpa Coaching LLC, 2008).  Yet coaching programs are going through a period of proliferation that could improve the professionalism of coaching over the long run.  Some experts believe that the International Coaching Federation (ICF) might become the standard-bearer for accrediting global coaches.  Other providers of coaching support include the Worldwide Association of Business Coaches (WABC), the International Consortium of Coaches in Organizations (ICCO), and the International Association of coaching (IAC) (Sherpa Coaching LLC, 2008)
Many clients in the corporate world seem uninterested in credentialing.

We say: Unfortunately, anyone can call them selves a coach, as it is an unprotected title. And there are many excellent consultants who make very good coaches even if they are not certified.

We believe that for the sake of the sound development of the profession, and for the perceived quality and benefit of the actual coaching experience, clients should ask for credentials and certifications. The purpose behind, and training in, these programs are quite rigorous and provide the coach with the appropriate skill sets and ethical standards to carry out coaching.

One of the fundamental principles of coaching is that the client has all the answers and the coach helps the client find them through questions, reflections and different exercises. Another is that the agenda for the coaching comes from the client not the coach. When a coach becomes an advisor we are into another field; that of consultancy and the boundaries and integrity can become muddled. As a client you need to be clear in what you want and design your relationship with the offerer accordingly.

up